On the other hand, the first restraining force against open office plan is the fact that it creates a platform for the subordinates to undermine the authority of the management because of the blurred lines between the management and subordinates. The second restraining force against this company’s adoption of open plan office is the fact that it undermines employees’ privacy, which makes them feel uncomfortable in their work environment and as such, undermine their productivity levels (Chapman, Jones & Gray, 2015). The third restraining force against this company’s changes with respect to its office plan is the fact that open space office will undermine the ability of its employees to concentrate, thus undermining their ability to serve customers better. The fourth restraining factor that Datacom faced while adopting an open space office as a major changes to its operations is low employee satisfaction levels due to the perceived lack of private space in which to conduct their business without constant monitoring and disruptions from other employees. The fifth restraining factor to Datacom’s open space office is the fact that employees were likely to experience an increased level of stress due to the perception that their performance levels were always under scrutiny by both the management and fellow employees. This hampers their performance levels.
另一方面，开放式办公计划的个限制因素是，由于管理层和下属之间的界限模糊，它为下属创造了一个平台，以削弱管理层的权威。该公司采用开放式办公室的第二个限制因素是，它破坏了员工的隐私，使他们在工作环境中感到不舒服，从而降低了他们的生产力水平（Chapman，Jones&Gray，2015）。该公司办公计划变更的第三个限制因素是，开放空间办公室将削弱其员工的专注能力，从而削弱他们更好地为客户服务的能力。Datacom在将开放空间办公室作为其运营的一项重大变革时面临的第四个制约因素是员工满意度低，因为在没有持续监控和其他员工干扰的情况下，他们认为缺乏开展业务的私人空间。Datacom开放空间办公室的第五个限制因素是，员工可能会感受到更大的压力，因为他们认为自己的绩效水平总是受到管理层和同事的监督。这妨碍了他们的表现水平。
An evaluation of the five motivating forces for change towards adopting an open space office reveals that improved communication and innovation were stronger driving forces that encouraged Datacom to adopt this type of office for its employees. Arguably, the industry in which this company operates has experienced a surge in the level of competition, thus prompting companies such as Datacom to focus on creating an environment that supports improved communication and collaboration, which are necessary for nurturing innovation (Huenteler, Schmidt, Ossenbrink & Hoffmann, 2016). Whereas this is the case, cost efficiency, reduced bureaucracy and improved cultural diversity have low impact when considered as the driving force in Datacom’s adoption of open space plan. With regard to restraining forces, it was established that employees’ ability to concentrate, fear of constant monitoring by both employees and the management, and the employees’ concentration levels at work were the major driving forces against the adoption of open space plan in this company. This is as a result of the fact that these factors were high related to the performance of the employees in this company, and could adversely affect their performance levels. On the other hand, the reduction in the level of authority of the management as a restraining factor had low impact on Datacom’s adoption of open space office plan. This is as a result of the fact that there were widespread discussion among members of the top management and as such, there was little resistance toward the adoption of this change.
对采用开放空间办公室的五大变革动力的评估表明，改进的沟通和创新是鼓励Datacom为其员工采用此类办公室的更强大动力。可以说，该公司运营的行业经历了竞争水平的激增，从而促使Datacom等公司专注于创造一个支持改善沟通和协作的环境，这对于培育创新是必要的（Huenteler、Schmidt、Ossenbrink&Hoffmann，2016）。尽管如此，成本效率、减少官僚作风和改善文化多样性在被视为Datacom采用开放空间计划的驱动力时影响较小。关于限制因素，已确定员工的集中能力、对员工和管理层持续监控的恐惧以及员工在工作中的集中程度是该公司采用开放空间计划的主要驱动力。这是因为这些因素与本公司员工的绩效高度相关，并可能对其绩效水平产生不利影响。另一方面，作为一个制约因素，管理层权力水平的降低对Datacom采用开放空间办公计划的影响较小。这是因为高层管理层成员之间进行了广泛讨论，因此，对采用这一变更几乎没有任何阻力。
Evaluation 评价
There are a number of employee intervention techniques that Datacom could adopt to enhance acceptance of its adoption of open space office plan. To begin with, this company can formulate and implement programs to promote group and team development. In this regard, through these programs, the company will help enhance employees and management’s skills as far as group and team development is concerned (Smither, Houston & McIntire, 2016). Whereas the advantage of this approach will include improve collaboration among members, its disadvantage lies in the fact that it requires the company to include the cost of developing such programs as well as the cost of training both employees and the management to help develop positive team and group behaviour. The second strategy that this company can adopt is cultural intervention. In this regard, the company can implement different measures to promote the development of a cultural perspective that embraces change and particularly, acceptance of open space office workspace. Note that whereas cultural intervention could help lay a foundation for implementation of both current and future changes in the firm with ease, it take time to change the culture of an organisation.
Datacom可以采用一些员工干预技术来提高对其采用开放空间办公计划的接受度。首先，该公司可以制定和实施计划，以促进团队和团队的发展。在这方面，通过这些计划，公司将帮助提高员工和管理层在团队发展方面的技能（Smither，Houston&McIntire，2016）。虽然这种方法的优点包括改善成员之间的协作，但其缺点在于，它要求公司包括制定此类计划的成本以及培训员工和管理层以帮助培养积极的团队和团队行为的成本。该公司可以采取的第二种策略是文化干预。在这方面，公司可以采取不同的措施，促进文化视角的发展，以适应变化，尤其是开放空间办公空间的接受。请注意，虽然文化干预有助于为企业当前和未来的变化提供便利的基础，但要改变组织的文化需要时间。
The Johari Window is a graphical model with four quadrants to help individuals understand themselves. The Johari Window has four window panes namely the public, the blind, the hidden and the unconscious (Zastrow, 2008). The public is an area in a person’s like that is known both to him or her as well as to the people around her. The blind refers to an area in a person’s life that is not known to him or her but known to other people around her (Zastrow, 2008). The hidden is that place in a person’s life that is known to a person but remains hidden to people around. Lastly, the unconscious is that area in a person’s life that neither known to him/her nor to the people around him/her. There a number of ways that Datacom can apply the Johari Window to help improve its awareness level. To begin with, the management of this company need to constantly communicate with its employees on the different changes that the company is undertaking, thus creating a platform to expose the hidden self to its employees. By doing this, the company will be able to enhance its ability to create awareness among its employees on different changes that the company expects, how they affect them and how they can adopt them. This helps improve the receptiveness of employees towards change. Similarly, the company need to solicit for feedback both from employees and from customers, thus giving the company an opportunity to learn about its blind spot and as such, be in a position to improve further. Lastly, the company need to constantly engage in research and development not only on its products and services but also on its operations, thus giving it a chance to learn about the unknown self.
Johari窗口是一个具有四个象限的图形模型，用于帮助个人了解自己。Johari窗户有四块窗格，即公众、盲人、隐藏者和无意识者（Zastrow，2008）。公众是一个人的领域，他或她以及周围的人都知道这一点。盲人是指一个人生活中不为他或她所知，但为周围其他人所知的区域（Zastrow，2008）。隐藏是一个人生活中的一个地方，一个人知道它，但周围的人仍然隐藏着它。最后，无意识是一个人生命中既不为他/她所知，也不为他/她周围的人所知的区域。Datacom可以通过多种方式应用Johari窗口来帮助提高其感知级别。首先，该公司的管理层需要就公司正在进行的不同变革不断与员工沟通，从而创造一个平台，向员工展示隐藏的自我。通过这样做，公司将能够增强其能力，使其员工意识到公司期望的不同变化、这些变化对他们的影响以及他们如何采纳这些变化。这有助于提高员工对变革的接受能力。同样，公司需要征求员工和客户的反馈意见，从而使公司有机会了解其盲点，从而能够进一步改进。最后，该公司需要不断地进行研究和开发，不仅是在其产品和服务上，而且在其运营上，从而使其有机会了解未知的自我。